Sales
Professor Josh Moritz
The Agenda
1.
2.
3.
Using selling for competitive advantage
Designing and managing sales people and sales
forces
Improving selling, negotiating, and relationship
marketing skills
Personal Selling and the Sales Force
Types of sales representatives
Deliverer
Solution vendor
Demand creator
Order taker
Missionary
Technician
Six Major Steps in
Effective Selling
Prospecting &
qualifying
Preapproach
Presentation &
demonstration
Follow-up &
maintenance
Closing
Overcoming
objections
Personal Selling and
Relationship Marketing
In many cases the company seeks not an
immediate sale but rather a long-term supplier–
customer relationship
Sales Force Objectives
and Strategy
Prospecting
Targeting
Communicating
Selling
Servicing
Information gathering
Allocating
Sales Force Objectives
and Strategy
Leveraged sales force
Direct (company) sales force
Contractual sales force
Sales Force Structure
Four types of sales forces
• Strategic market sales force assigned to major accounts
• A geographic sales force calling on customers in different
territories
• A distributor sales force calling on and coaching distributors
• An inside sales force marketing and taking orders online and
via phone
Sales Force Size
Workload approach to sales force size
1.
2.
3.
4.
5.
Group customers into size classes according to annual sales
volume
Establish desirable call frequencies
Multiply the number of accounts in each size class by the call
frequency to arrive at the total workload
Determine the average number of calls a sales
representative can make per year
Divide the total annual calls by the average annual calls
made by a sales rep to arrive at the number of sales reps
needed
Sales Force Compensation
Four components of sales
force compensation
•
•
•
•
Fixed amount
Variable amount
Expense allowances
Benefits
Managing the Sales Force
Recruiting
Selecting
Training
Supervising
Motivating
Evaluating
Sales Rep Productivity
Company account calls per year
• Companies often specify how much time reps should spend
prospecting for new accounts
Using sales time efficiently
• Time-and-duty analysis and hour-by-hour breakdowns of
activities
Sales technology
• The salesperson today has truly gone electronic
Motivating Sales Representatives
Employee reward
Sales quotas
Summary
Direct sales generally means that you have cut out the
middleperson
• No wholesalers or distributors
Personal selling is critical for both B2B and B2C
• Creating relationships
• Understanding needs
• To persuade, brining in experts to help faciliate the sale